Session 109

Social Issues and Local Development

Track A

Date: Saturday, March 12, 2011


Time: 15:45 – 17:00


Room: Room 1-G

Session Chair:

  • Susan Mudambi, Temple University

Title: A Model of Optimal Strategic Planning for Colleges and Universities: The Case of Latin America


  • Robert Moussetis, North Central College
  • Thanos Karavokiris, EMC Corp.

Abstract: Similar to the growing complexity and changeability of the business arena, the environments of higher education are becoming increasingly turbulent. In particular, Latin American higher education experiences growth that will require an optimal strategic approach. Virtually all colleges and universities must cope with rapid changes and novel challenges. Encountering this augmenting turbulence, a growing number of colleges and universities are recognizing the need for strategic management. This paper introduces and exploratory conceptual model to facilitate the development of a customized strategy for Latin American Higher Education Institutions. The aspiration of the model is to guide Latin American colleges and universities to develop a strategic posture that will be based on their external dynamics of their respective environment and internal capabilities. Data will be collected from Latin American Institutions to assess environmental turbulence, top administrator’s strategic orientation and capabilities. Data will provide a guide for optimizing strategic posture.

Title: Comparative Analysis: Strategic Performance Management Approaches in the Australian and Brazilian Non Profit Organization context


  • Lindy Lou West, University of Canberra

Abstract: The purpose of this paper is to examine country – specific strategic performance management initiatives which influence the strategic performance management of non profit organisations (NPOs). The objective is to undertake an exploratory study to examine the Australian and Brazilian strategic performance management approaches. Differences and similarities between the two countries will be explored. Strategic performance management models will highlight how utilizing systems of performance management could provide direction for NPOs to overcome the challenges in an increasingly competitive environment. This paper generates knowledge which contributes to strategic performance management theory and sustainable quality service delivery to civil society, local communities, families and individuals. Implications of the findings and future research will be discussed.

Title: The Role of the University as a Driver for Development: the Case of UFSC in Joinville – SC


  • Nubia Ferreira, Federal University of Santa Catarina-BR
  • Janaina Renata Garcia, Federal University of Santa Catarina
  • Alvaro Lezana, Federal University of Santa Catarina
  • Tatiana Renata Garcia, Universidade Federal de Santa Catarina

Abstract: Organizational studies can contribute towards discussing a model of sustainable development. One of the foundations of the reasoning is the role of the local power as a driver for development and the University as a relevant social player. The reference for this paper is the institutional theory with the objective of discussing the role of the university institution as a driver for local development. It is a qualitative approach, with bibliographical and documental research, and is configured as a case study. It reports on the creation and implementation of a project that follows innovative principles, the CEM/UFSC (Mobility Engineering Center) in Joinville-SC. The early results are the enrollment of 200 students/year, building and installation of a future campus and the participation in the development of the Inovaparq.

All Sessions in Track A...

Fri: 11:30 – 12:45
Session 103: CSR and Environmental Issues in Emerging Markets
Session 111: Performance Issues
Session 114: Internationalization Strategies
Session 117: Learning in Emerging Markets
Session 120: The Characteristics and Effects of the BRIC Economies as Hubs for Regional Economic Development
Fri: 14:15 – 15:30
Session 102: Resources in Emerging Markets
Session 106: Multilatina FDI Strategies
Session 110: Global Competition
Session 112: CSR and Environmental Issues
Session 124: Research Methods for the Study of Competitive Advantage
Fri: 15:30 – 16:45
Session 101: Institutions in Emerging Markets
Session 104: Alliances and Networks
Session 105: Knowledge and Innovation
Session 108: Knowledge and Resources
Session 115: Developing Country Firms
Sat: 10:45 – 12:00
Session 107: Multilatina Performance
Session 113: CEOs and Other Human Resources
Session 123: Banks and their Influence
Session 125: Reviewing Latin America’s Strategic Role in Global Development
Session 126: Publishing and Not Perishing: Strategies for Publishing in Top Journals
Sat: 15:45 – 17:00
Session 100: Entrepreneurship in Emerging Markets
Session 109: Social Issues and Local Development
Session 116: Emerging Market Institutional Reform
Session 118: Management Innovation in Emerging Markets
Session 127: Teaching in Latin America

Strategic Management Society

Rio De Janeiro